EIRP Proceedings, Vol 9 (2014)

Abstract

The hypothesis from which we start in initiating our approach is that according to which managerial communication is an important tool to change an organization's strategy. Our purpose is to argue in favor of the fact that this type of communication contributes significantly to adjusting the attitudes and changing behaviors of the organization members. In the context of change, managerial communication should be transformative, in order to ensure the adaptation of the organization to a new extra-organizational environment, which is, in turn, towards a significant change. What we intend to highlight is the fact that communicative interaction must occur at all levels and to be forceful, visionary and empathetic, to maintain wellness in the organization, as the essential element of the organizational change is the human change. Whatever the type of change - unplanned, planned, imposed, negotiated or participatory – it is very important to harmonize the measures of change between each other and with the processes that normally take place in the organization. Finally, we propose a case study that reveals the role of the transformative leadership and communication in the successful implementation of the new strategy.